The purpose of this paper is to examine the research fields of family business, and to research the relatedness of entrepreneurship and family business. The research fields are various points in time where family business and entrepreneurship intersect. These include: (1) family involvement in start-up activities; (2) family and succession planning; (3)strategic management; (5) culture and ethics; (6) women entrepreneur; and (7) functional fields. The relatedness of entrepreneurship and family business consists of separate and distinct but overlapping domains.

This study reports the contribution of entrepreneur's experience and knowledge to the success of Korean high-tech ventures based on the survey of 72 Korean high-tech ventures in telecommunication industry. The model proposed for this study is developed based on the previous research in the success of venture firms and tested using correlation and regression analysis.
Success of ventures in telecommunication industry in Korea is related to the utilization of the networked knowledge among professional, marketing skill, and personal energy for pursuing entrepreneurial works. Experiences nurtured from previous works and start-up experience are found to be minimal influence to the success of the ventures. This result implies that knowledge and experience encapsulated in an entrepreneur or team cannot guarantee the success of a venture in telecommunication industry. Technology and knowledge integration, utilizing knowledge network are essential components for the success of high-tech ventures in telecommunication industry.

In 1987, Sandberg and Hofer indicated that venture strategy, industrial structure, and the characteristic of entrepreneurs are key elements to new venture performance, and that interaction of industrial structure and venture strategy have a influence on new venture performance. They tried to explain the relationship between the key elements as a function of NVP=f(IS, S, E, IS X S).
Therefore, this study investigates the impact that venture business strategy, industrial structure and the characteristic of entrepreneurs have on venture performance. The study progressed in two phase:investigating literature and empirical testing. For empirical data for this study, 118 companies registered in KOSDAQ and 368 companies that are the members of the Korean Venture Association, are ed as subjects. The statistical techniques that are used to test proposition were T-test and ANOVA. This result of this study indicates that venture performance is determined by industrial structure, venture strategy, and the characteristic of entrepreneur. Also the interaction between industrial structure and venture strategy influences over venture performance. The result also proves that the key elements play a major role in the performance of Korean venture business.

This paper discusses the policy issues on the promotion of the high-tech venture enterprises for the regional economic development. The current administration's new industrial policy has targeted at fostering new technology-based firms in order to restructure the currently ailing economy. Furthermore, each regional government has been focusing on supporting venture enterprises in order to vitalize its stagnant regional economy.
In this article, the policy ideas for the promotion of the new ventures are suggested. First, we contend that regional government authorities should after appropriate tax and financial incentives for new venture enterprises which are created in their regions. Then regional universities and economic institutions should also offer entrepreneurship programmes to encourage new ventures creation. Second, it is necessary to set up the network between regional universities and related institutions for exchange of new information on technology and business opportunities.
Furthermore, universities and institutions need to fully cooperate when building technology business incubators(TBI) or business incubators(BI). Third, we contend that it is desirable to have buildings specifically assigned for new venture enterventure enterprises. Finally, it is so important for the citizens to understand the entrepreneurs and the venture enterprises. Formation of a good relationship between the citizens and the enterprises in the region would provide the entrepreneurs with good business environments and motivation to start many promising high-tech enterprises.

This paper assesses overall performances of SBI with reference to its original goals and proposes management development plans for SBI. There criteria such as effectiveness, efficiency, and responsiveness are used to analyze overall performances of SBI.
This paper proposes the following management development plans for SBI. First, a Business Incubator should provides companies with extensive consulting and training, not with a facility itself, in order to stimulate regional economic growth. Second, promising young firms should be accepted in a business incubator. Third, it should be noted that companies would survive when they have a competitive edge, not because of being in a business incubator. Fourth, to provide information, research and networking resources to help members develop and manage successful incubation (NBIC). NBIC responsibility includes hosting Venture-Mart to promote business or product. No business can grow or sustain without marketing. Finally, a Business Incubator should be financially independent even though it is a not-for profit corporation.

The purpose of this paper is to show the concept of Japanese Venture Enterprise and investigate the progress of evolution on the Japanese venture enterprise. Also, this paper offers the policy on Korean venture enterprise through understanding the Japanese venture enterprise. The concept of venture business in Japan includes the creation of new market, fusion of existing technology, and the discovery of niche market.
We can enforce the policy about bringing up Korean venture enterprise through the policy of successful Japanese venture enterprise as follows:First, the policy of venture enterprise performs for medium and small enterprise, not large enterprise. Second, the definition of venture enterprise must includes technology and service. Third, we need to consider the policy of venture enterprise on the base of local self-government. Forth, the successful venture enterprise requires angel, venture capital, the supporting of government, and so on. Fifth, we need to create the network angel or group angel. Sixth, we must develop the measurement tool for venture capital and network angel. Seventh, we must provide opportunities for e-challenging unsuccessful venture entrepreneur. Finally, to bring up the venture enterprise, we must develop the industrial policy, technology policy, financial policy, educational policy, labor policy, and so on.